LPO Session 1 - Vision, Strategy, and Project Management

SCS 1952 Leading Projects in
Organizations
Certificate in Project
Management
1 LEARN.UTORONTO.CA
Agenda
Certificate Overview
Course Introduction
1. Vision, Mission and Values!
2. Strategic Planning and the Balanced
Scorecard
3. Portfolios, Programs and Projects enable
a successful strategy implementation
Review and Next Session
* Please refer to the textbook for additional details, references
and exhibit sources, unless otherwise indicated.
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Course and Certificate Overview
The Certificate in Project Management provides a comprehensive
overview of project management, preparing you to manage both large
and small-scale projects. It covers both the hard skills of project
planning, implementation and control, as well as the soft skills of
leadership and organizational management necessary for project
success.
The Foundations of Project Management (SCS 1860): Basic
concepts and functions of project management, and the project
management framework
Project Implementation and Control (SCS 1937): In-depth
issues involving the successful implementation of planned
projects
Leading Projects in Organizations (SCS 1952): Concepts,
approaches and tools covering relevant leadership and
organizational aspects of project management
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= eLearning Activity is
available
COURSE OVERVIEW
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What You Will Learn
Build, lead, and manage project teams effectively
and ethically
Analyze the project and organization
characteristics, culture and maturity to achieve
project success
Design and implement approaches to effectively
communicate with and engage stakeholders
Understand implications and manage
organizational change in connection with your
project
Apply insights about leadership practices gained
from industry practitioners through a team project
8 LEARN.UTORONTO.CA
Overview on Resources and Tools
Blackboard
Blackboard is the Learning Management System used
by UofT
User IDs and instructions are required to access
Blackboard
Course materials will be placed here
These include session presentations, assignments,
quizzes, templates and discussion boards
Click here for the Introduction to Blackboard
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Course Navigation Icons
Your time is valuable so weve created some course navigation
icons so you can quickly identify key content, references and
activities.
Learning Outcomes Leadership in Project

Certificate, Course or Module Level Management , 2nd Ed.
Required Readings
eLearning Activity Discussion Group Activity

(Supporting key learning concepts,
available on Blackboard)
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eLearning Activities
Whenever you see the icon in the top
right-hand corner, this indicates there is an
interactive component on Blackboard.
These are opportunities to practice
knowledge application, and to reinforce
key concepts
Several exercises provide opportunities to
assess yourself of an organization
Confidence Quiz
Pass/Fail
The system lets you retake questions you
dont know until you do know them, as
many times as you need
The only way to not get full marks is to
give up!
Assessment
Course Assessment Breakdown
40% Group Project
10% Assignment 1: Project Charter, Team Charter and Mini
Project Plan (Session 4)
25% Assignment 2a: Final Project (Session 11)
5% Assignment 2b: Appendix (Session 11)
5% Weekly reflection submission (Sessions 3-11)
Short (150-250 words) submissions made on Blackboard in the
Assignments section; mark is based on number of submissions
that meet an acceptable level of quality
20% Confidence Quizzes: 5 quizzes at 4% each
For each quiz completed the mark is a pass and 4% is awarded;
if not done or only partially done, its considered a fail and no
marks are awarded
35% Final exam (Session 12 or TBA)
Required Text
Leadership in Project
Management
Leading People and
Projects to Success, 2nd
Edition (2013)
Authors: M Arora and H
Baronikian
Publisher: Leadership
Publishing House
www.YouAsaLeader.com
ISBN: 978-0-9917792-1-5
[print]
ISBN: 978-0-9917792-2-2
[digital]
Introductions
Name
Educational background
Professional background
Objective(s)
General
Project Management
Something remarkable about you!
(Online introductions done on Blackboard using Discussion Boards)
Leading Projects in Organizations
Session Title
1 Vision, Strategy, and Project Management
2 Organizational Culture and Environment

Organizational Structure, Project Management Maturity, and the Project
3
Management Office
4 You as a Leader
5 Building a High Performance Team
6 Ethical Leadership
7 Leadership in Stakeholder Management
8 Leadership in Communications Management
9 Leadership in Change Management
10 Leadership in Project Success and Closure
11 Assignment
12 Final Exam
In real life, strategy is actually very
straightforward. You pick a general direction
and implement like hell.
- Jack Welch
Session 1
VISION, STRATEGY AND
PROJECT MANAGEMENT
Learning Outcomes
for this Session
Describe what mission, vision and values are, and
how they provide important context for organizations
and therefore for projects
Apply the understanding gained about values toward
articulating your own values as a professional
Explain strategic planning and differentiate between
Deliberate, Emergent and Realized Strategy
Describe how the Balanced Scorecard supports
strategic planning, execution, performance
management and communication
Explain the concepts of portfolio, program and project
management and their relationship to being on-
strategy
Readings
Vision, Strategy and Project Management
Leadership in Project Management
Leading People and Projects to Success
Authors: M Arora and H Baronikian
Second Edition, 2013
Chapter 1: Vision, Strategy and
Project Management
1. VISION, MISSION AND
VALUES!
Leadership and
Organizational Context
Project leaders and projects operate within
an organizational context
Every organizations internal and external
circumstances define and drive its priorities,
resourcing and projects
Therefore, project leadership is impacted by
organizational vision, mission, values and
strategy
This strategic context guides the organization
in selecting the right and most beneficial
projects in which to invest
Key Indicators of Organizational
Culture and Environment
The Mission Statement what do they say they do,
why they do it, for whom, and how they do it
The Vision Statement where does the organization
see itself going if anywhere! It should know its
pathway! Your vision should project a compelling story
about the future
The Values Statement the source or inspiration on
which behaviour is (should be) based
Vision
The vision of an organization is simply a
statement about its desired future
It is a description of the organizations hopes
and dreams, answering the question:
What do we want for our future and what will success
look like?
It speaks to the what of the destination, not the
how of getting there
The vision can be and often is figurative rather
than literal
Vision Statement
An organizations Vision Statement is a
concise, aspirational word picture of its future
A Vision Statement should serve as a source
of inspiration for a range of stakeholders,
both internal and external
An organizations Vision Statement helps to
focus energy and mobilize resources toward
a common and significant goal
Example Vision Statements
Apple
An Apple on every desk
There wasnt and isnt an Apple on every desk
The vision can be figurative, rather than literal
NASA
To reach for new heights and reveal the unknown so
that what we do and learn will benefit all humankind
Wikimedia Foundation
Imagine a world in which every single human being
can freely share in the sum of all knowledge. Thats
our commitment.
Mission
An organizations mission is very closely tied to
its vision
While the vision is about the future, the mission
is about the present and near-term
The mission of an organization answers the
questions:
Why do we exist?
What needs do we serve?
Who do we serve?
How are we different?
Mission Statement
The Mission Statement briefly describes
the mission of an organization
It should also give some indication of how
the organization will achieve its vision
Coupled with an organizations Vision
Statement, the Mission Statement helps to
motivate staff, focus energy and mobilize
resources toward a common goal
Example Mission Statements
Nike
To bring inspiration and innovation to every athlete* in the world.
*If you have a body, you are an athlete
United Way Toronto
To meet urgent human needs and improve social conditions by
mobilizing the communitys volunteer and financial resources in
a common cause of caring
Coca-Cola Promise
The Coca-Cola Company exists to benefit and refresh everyone it
touches. The basic proposition of our business is simple, solid, and
timeless. When we bring refreshment, value, joy and fun to our
stakeholders, then we successfully nurture and protect our brands,
particularly Coca-Cola. That is the key to fulfilling our ultimate obligation
to provide consistently attractive returns to the owners of our business.
Values
The values of an organization are those shared
beliefs that are held to be most important to the
organization
Values are the answer to the question:
What are the essential beliefs that we share as
an organization?
Over time, the values of an organization become
a fundamental element of its culture
Values Statements
Values Statement are declarations of the central
values of the organization
They may reflect the key beliefs of the founders,
the history of the organization or the current view
of the organization
Typically, an organization describes its values in
4 7 short statements
Values Statements (contd)
Built Around Acronym
Example: George Brown College LEAD
[This coincides with GBCs focus on leadership
and makes the values easier to recall]
LEARNING COMMUNITY
We foster an environment of reciprocal dialogue to ensure learning,
solve problems and strengthen the George Brown community
EXCELLENCE
We commit ourselves to delivering a George Brown standard of quality
and superior performance
ACCOUNTABILITY
We hold ourselves responsible to ensure the future sustainability of
George Brown, academically and fiscally
DIVERSITY AND RESPECT
We show mutual respect for each other within the community of George
Brown including all of our stakeholders, in all of our behaviour
Values
Discussion
Does your organization have a Values
Statement?
Do you know what it is?
Is it being fulfilled?
Maple Leaf Foods
Values Example
Maple Leaf Leaders will always:
Do what's right
Acting with integrity; treating people with respect
Be performance driven
Having an intense competitive edge; always challenging for better performance from
better people
Setting stretch targets; being accountable for results
Being fact based; objectively measuring progress and success
Encouraging the freedom to disagree
Recognizing and rewarding progress and performance
Have a bias for action
Maintaining the highest level of energy and urgency
Assuming the initiative
Accepting calculated risks, without fear of failure
Building mutually supportive teams, with decisive leadership
Hating bureaucracy; fostering a lean and agile organization
Continuously improve
Committing to continuously learn and teach
Embracing change as the only path to future opportunity
Source: http://www.mapleleaf.ca/working/OurValues.aspx
Project Team Values Statements
There can also be values determined at the level
of the project team
This is especially pertinent if a project team is
drawn from multiple organizations
The project team values will be most meaningful
and motivating if they emerge from the team
itself
Example Project Team
Values Statements
Project management examples:
We value/we commit to/we are known for :
1. Superb execution On-scope, on-time and on-budget.
2. Meeting or exceeding our customers expectations.
3. Utmost professionalism and integrity.
4. Excellent communications.
Example Project Team
Values Statements (contd)
We will use this project as a foundation for the
future, both to help us reach our next level of
growth and to model the way for other significant
initiatives
We will seek sustainability in all aspects of the
design and deployment of the project
We will act with the highest integrity,
professionalism and quality in all of our project
interactions
We will share in and celebrate our project
successes
Activity Values
Part 1 of 2
Take 5 minutes and prepare your own:
Mission Statement
Vision Statement
Values Statements
as these apply to you as a professional
Activity Values
Part 2 of 2
1. Are the statements concise, but
complete?
2. Is there something special about them,
something distinctive?
3. Would they be clear to a colleague, client
or other stakeholder?
4. Would they be inspiring?
Take 3-5 minutes and share these with a colleague.
Be critical, but constructive!
Mission and Vision
Questions
1. How are the vision, mission and values communicated or
demonstrated at your organization?
2. An organizations mission describes the following, except:
a. Its view of its future
b. Why it exists
c. Ways in which it might differentiate itself from others
d. What needs it serves
3. Which of the following is a project team value (as opposed to
a broader organizational value)?
a. We will foster a lean and agile organization, not a bureaucracy
b. We will embrace change as the only path to future opportunity
c. We will share in and celebrate our project successes
d. We will build mutually supportive teams, with decisive
leadership
Strategy is about being different. Strategy
means deliberately choosing a different set
of activities to deliver a unique mix of value.
Michael Porter
2. STRATEGIC PLANNING AND

THE BALANCED SCORECARD
Organizational Context for
Strategy and Projects
The vision, mission and values statements
provide the essential context for the
development and execution of strategy
Vision
Mission
Organizational
Strategy and Objectives
Operations Portfolio
Planning and Planning and
Management Management
Management of
Management of
Ongoing
Projects
Operations
Organizational Resources
Strategy
Strategy is important as it acts as the
organizational compass
The vision, mission and values of an
organization should remain relatively stable,
while the strategy of the organization is typically
renewed every 3 - 5 years
Strategic Planning
Strategic planning is a disciplined process for
making key decisions and agreeing on actions that
will shape:
What an organization is
What it does
Why it does it
Strategic planning involves three essential steps:

1. Consider the current situation
2. Reflect on where we would like to be
3. Determine how best to get there
Deliberate, Emergent
and Realized Strategy
The planned or proactive component of strategy is called the
Deliberate Strategy
The organization may need to react to events and adjust strategy
this is called the Emergent Strategy
Some elements in the deliberate strategy may need to be
abandoned over time
The Deliberate Strategy and the Emergent Strategy, taken together,
within changing circumstances and the reality of execution,
constitute the organizations Realized Strategy
Strategic Planning Techniques
Strategic planning can involve a variety of
techniques, including:
Visioning exercises, to develop a desired future state
SWOT Analysis (Strengths, Weaknesses, Opportunities,
Threats)
Market Analysis
Competitive Analysis and Benchmarking
Porters Five Forces Analysis
Gap Analysis
Ideation and innovation (for new products, services,
processes, etc.)
What is the Balanced Scorecard?
The phrase Balanced Scorecard was coined in the early
1990s by Robert Kaplan and David Norton
The roots of this approach are deep, and include the
pioneering work at GE on performance measurement
and reporting
The Balanced Scorecard is a powerful strategic
planning, execution, performance management and
communication system used to align business activities
to the vision and strategy of the organization
Relating Strategy to the
Balanced Scorecard
The Balanced Scorecard provides a framework to
translate strategy into operational reality
The four strategic perspectives, quadrants or themes
are:
1. Financial
2. Internal Processes
3. Customers
4. Learning and Growth
Mission,
Vision and
Strategy
The Four Perspectives.
1. Customer Perspective 2. Internal Process Perspective
Critical Questions - Critical Questions -

1. Who are our target/key Customers? 1. Are we constantly improving
2. What is our value proposition in serving processes that meet the present and
them? future demands of customers?
3. What do our customers expect/demand 2. Are we operating at an optimal level
from us? of efficiency?
4. Do we know them well
The Measurements - How Do We Know if
We Are Succeeding?
The Measurements - How Do We Know
if We Are Succeeding? 1. How often do we bring in new, more
efficient, effective, systems, products,
1. Customer Satisfaction/Surveys ideas and do they work?
2. Customer Loyalty do they come back? 2. Regulatory and Social Measures
3. Market Share, Number of Customers. are we on top of and demonstrating
4. Customer Loss, Retention, Acquisition these?
The Four Perspectives.
(contd)
3. Learning & Growth Perspective 4. Financial Perspective
1. Identify core competencies what

we need in our employees to attain Financial measures are a critical
constant success both skills and component in all organizations
attitude. profit or not-for-profit
2. Personal Development Planning
making sure staff knows and shares
strategic directions. Key Issues are:
3. Measure Employee Training how 1. Profitability or surpluses
much is there and is it on target for
present and new needs, is it shared 2. Revenue growth
with others. 3. Higher output/productivity at
4. Employee Productivity does consistent cost
employee development result in
improved productivity and 4. Optimum Asset Utilization
performance over time.
Balanced Scorecard Framework
The Balanced Scorecard framework elaborates strategy
under each perspective through specific:
Objectives
Measures
Targets
Initiatives
Programs or projects
Example
Balanced Scorecard
Performance Targets Initiatives
Simplified Strategy Map
Measures
Market 25% per Optimize
Increase
profitability Value year Routes
Seat 20% per Standardize
Financial Lower
Costs
Revenue year planes
Increase Plane Lease 5% per
revenue
Cost year
FAA On Time First in Quality
More Arrival industry Management
customers
Rating 98% Customer
Customer On-time
Customer Satisfacti Loyalty
flights Ranking on Program
Lowest
prices
No. of % change
Customers
On Ground <25 Cycle Time
Improve Time Minutes Optimization
Internal Turnaround On-Time 93% Program
Departure
% Ground yr. 1 70% Stock
crew yr. 4 90% ownership
Learning Align Ground Stockholders yr. 6 plan
Crews % Ground 100% Ground crew
crew trained training
Strategic Planning
Questions
1. How does your organization use the Balanced Scorecard, or
perhaps other techniques, to help make strategy more
concrete and actionable?
2. An organizations Realized Strategy consists of:
a. The Strategic Plan, as circulated to all employees and
shareholders
b. The outputs of a SWOT and Gap Analysis
c. The sum of the proactive, reactive and abandoned strategy
elements
d. A strong response to competitive pressures
3. In the Balanced Scorecard system, the perspective or
quadrant focused on employees is called:
a. Internal Business Processes
b. Learning and Growth
c. Employee Productivity - Objectives and Measures
d. Core Competencies
PMBOK Guide defines a project as a temporary endeavor undertaken to create
a unique product, service, or result. Projects can be large or small, relatively simple
or highly complex. They end when their objectives have been reached or the project
has been terminated.
A group of related projects managed in a coordinated way to obtain benefits and control
not possible from managing them individually is called a program. Programs may
include other elements of work outside of the scope of the discrete projects.
A collection of programs and projects, that are grouped together to facilitate effective
management of that work and meet strategic business objectives, is called a portfolio.
3. PORTFOLIOS, PROGRAMS AND

PROJECTS ENABLE A
SUCCESSFUL STRATEGY
IMPLEMENTATION
Comparison of Key Aspects of Project,
Program and Portfolio Management
See, also: Advanced Project Management Course on Program and Portfolio
Management [APM 2235]
Project Program Portfolio
Management Management Management
Support strategy
Provide
Deliver benefits by formulation and
deliverables by
Purpose executing a network execution from an
executing a
of projects investment
network of tasks
perspective
Longer time-frames Enduring process
Duration Temporary compared to with regular balancing
projects of investments
Accomplishing Adjusting the balance
Accomplishing
Strategic specific of investments to
specific
Alignment requirements and increase probability of
requirements and
means objectives, typically achieving financial
objectives
on a grander scale and other outcomes
Projects address Programs fulfill
Strategic
functional or functional, business Portfolios accomplish
Accomplishment
business unit unit or enterprise enterprise strategies
means
strategies strategies
Meet broader
Meet defined
objectives of and Produce longer-term
Success metrics in terms of
generate benefits for value to investors and
defined by the triple
different shareholders
constraint
stakeholders
Risks are deviations

Risks are framed as from investor
Risk Risks are typically
opportunities and expectations managed
Management regarded as threats
threats through portfolio
balancing
Key Analysis and decision-
Management skills Leadership skills
Competencies making skills
Strategic Objectives Influence
Portfolio Criteria
An organizations strategic objectives
considerably influence portfolio criteria, decision-
making and performance indicators
Program and project intake, monitoring and the
success of the portfolio would be evaluated
based on a set of agreed-upon indicators
Effective strategic planning in an organization
leads to appropriate new projects, programs and
portfolios
Relating Portfolios, Programs
and Projects to Strategies
An example of the cascading of organization vision and
mission through one or more strategic themes, to one
or more programs, and then to a set of projects
Strategic planning can be extremely useful for
uncovering innovative ideas and approaches
On-Strategy is the Fourth
Dimension of the Iron Triangle
Iron triangle refers to scope, cost (or budget) and time (or schedule)
These traditional constraints or success criteria should be extended
to incorporate strategic alignment or being On-Strategy
It is even more important to be On-Strategy than just On-Cost,
On-Time and On-Scope/On-Quality
A project which fully meets the triple constraint, but has
little or no strategic value, is likely a lost investment
An important exception is a project mandated
by regulatory or legislative requirements
The Fourth Dimension
An On-Strategy project will have a larger
impact on the organization and yield a better
return on investment and human capital than
one where the connection is unclear
This fourth dimension facilitates:
Alignment of project objectives with strategy
Alignment of the organizations limited resources
with strategy
Strategic alignment should be a criterion
within a project scoring system, helping to
filter and prioritize projects
Good, Bad and Naughty Projects
Good projects are those which are aligned well with the
organizational strategy
Bad projects are those which are not!
Naughty projects are marginal
Could be highly
dependent on the
influence of
the sponsor
Good [Planned] Good [Opportunistic] Naughty Bad

. projects projects projects projects
Naughty Projects
Naughty projects seldom accomplish business
objectives
A project sponsored by a director that makes
him/her look good might not generate the right
organizational benefit
Such Director or pet projects may be based on a
hidden agenda
e.g. Promotion to VP, transfer to a new role, receiving
a large bonus, etc.
Projects of this nature squander resources, can
create unnecessary risks and may have high
opportunity costs
Strategy
Questions
1. How are projects selected for investment at your
organization? Who is responsible for this?
2. A program is a:
a. Set of interrelated projects
b. Set of projects within a department
c. Large task set for a major project
d. Grouping of interrelated portfolios
3. A naughty project is one that is:
a. Marginal in strategic value, because the backer is not
very credible
b. Clearly off-strategy
c. Highly risky for the organization
d. Marginal in strategic value or difficult to assess
Session 1
Learning Outcomes Reviewed
Describe what mission, vision and values are, and
how they provide important context for organizations
and therefore for projects
Apply the understanding gained about values toward
articulating your own values as a professional
Explain strategic planning and differentiate between
Deliberate, Emergent and Realized Strategy
Describe how the Balanced Scorecard supports
management and communication
Explain the concepts of portfolio, program and project
management and their relationship to being on-
strategy
Review
An organizations vision, mission and
values provide fundamental context for
project leaders
Effective strategic planning is vital for the
health of every organization
An organizations strategy provides the
compass, roadmap and rationale to help it
move from its current state to its desired
future state
Review (contd)
The Balanced Scorecard is a powerful
management and communication system
Strategic alignment is the fourth dimension
An On-Strategy project will have a
larger impact on the organization and yield
a better return on investment and human
capital than one where the connection is
unclear
Practice and Assessment
Complete this weeks eLearning
self-assessment
Confidence Quiz #1 coming up
Covers Sessions 1 and 2
Next Session
Session 2 Organizational Culture
Organizational Culture plays one of the
largest roles in achieving project success
Creating a Productive Project Team Culture
Reading
Leadership in Project Management Leading
People and Projects to Success, Chapter 4
Check out Additional Resources on
Blackboard
Project teams will be assigned next
session
Questions?

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SCS 1952 Leading Projects in

The School offers more than 600 courses in 80 certificates,

Business & Professional Studies

Join the conversation with us online:

Learning Outcomes Leadership in Project

eLearning Activity Discussion Group Activity

2 Organizational Culture and Environment

5 Building a High Performance Team

7 Leadership in Stakeholder Management

8 Leadership in Communications Management

9 Leadership in Change Management

10 Leadership in Project Success and Closure

as these apply to you as a professional

2. STRATEGIC PLANNING AND

Strategic planning involves three essential steps:

Critical Questions - Critical Questions -

1. Identify core competencies what

3. PORTFOLIOS, PROGRAMS AND

Risks are deviations

Good [Planned] Good [Opportunistic] Naughty Bad

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